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Apple makes its money by selling devices. As such, it's incentivized to have content -- or at least the delivery of it -- exclusive to its devices. For years, the company implemented DRM (digital rights management) on music sold through iTunes. It fought such restrictions, but nonetheless benefited from them. Even today it proclaims its leadership position in the number of applications available for its platforms; many of these arrive on the iPhone exclusively, at least for a while.

Netflix, on the other hand, makes its money selling content subscriptions. As such, it's incentivized to have its content available on all suitable devices that consumers use. Indeed, the streaming company has covered an unmatched number of displays. One can access the service from PCs and Macs; iOS, Android and Windows devices; nearly every connected TV and Blu-ray player; major game consoles; Chrome devices; TiVo; and Apple TV. The Roku broadband video box began as a product that ran only Netflix.

In the heyday of Palm organizers, when even the speeds of 3G data seemed like a distant fantasy, a debate raged as to whether the future of pocket devices could belong to one or two devices. Those who favored two devices argued that you didn't really want all the bulk and battery consumption of a pocket computer in a small device that you wanted to use primarily to make calls. They failed to anticipate that technology's relentless integration would enable these "pocket computers" to become the minimal-millimeter smartphones of today and that data networks would support access to apps ranging from social networking to mobile video that would trump voice for many users.

Regardless of what one may think about the potential for smartwatches, one of the most exciting things about a new device category is that there is so much experimentation with form factors and capabilities. We've already seen products with different display technologies (Memory LCD, LCD and OLED) and varying screen sizes. Some have various combinations of microphones, speakers, cameras, touchscreens, WiFi or cellular radios. Their prices have ranged from less than $100 to $400 and beyond and their battery life has varied from a day to a year. And then, of course, there are many of the factors that differentiate traditional watches -- size, design and materials.

Crowdfunding has been a boon to companies that are bringing some of the most exciting and innovative devices to market. But sometimes things go wrong. Last March, the first of a two-part Switched On discussed some of the foibles about crowdfunding in the wake of Kickstarter proclaiming that it was not a store. The column highlighted three products, two of which (the Syre Bluetooth iPod nano watchband and the Jorno folding keyboard) had seen long delays, but still seemed to have hope of shipping.

Nearly a year later, neither has. And there is no telling when or if either will. To the credit of Scott Starrett, the creator of the Jorno, he has kept posting updates about his product, although perhaps not as frequently as backers would like. The last one came earlier this month and contained auspicious news about several critical problems with the prototype being fixed. The Syre update page, on the other hand, has gone dark; the last update was in August 2013. A genuine Apple watch is likely to appear before the Syre.

Inexpensive 7-inch tablets were everywhere in 2013 and became, as Switched On noted in December, a populist platform that fulfilled the promise of the sub-$100 PC. But despite their exceptional portability, aided by light weight and slim profiles, some may find the mere act of dragging them within range of something like their boombox, television or car to be too daunting a chore. Worry not, lazy but intrepid crowdfunders. Kickstarter has recently debuted a trio of products that integrate an Android tablet experience for your enhanced enjoyment, productivity and mobility.

Sony recently bid farewell to three device categories. The long-struggling Japanese consumer electronics giant is selling off its PC division, spinning out its TV group into a separate company and getting out of the e-book business by handing it over to Kobo. While each has a unique history, they all demonstrate the difficulties Sony has had in dominating any one category.

Sony's introduction of the Trinitron in the 1960s accelerated its ascent to the top of the consumer electronics food chain in the following decades. By the 1980s, virtually any TV buyer knew that nothing compared to Sony and the company's big-screen offerings were bolstered by the arrival of CRT screens that lacked the convex curve of the time. (Back then, curved screens were passé, not leading edge.)

Some of today's leading wearable devices are, at their core, little more than souped-up pedometers. Their once-dim monochrome LCD screens have migrated from atoms to bits that connect to the internet, allowing them to display information in a more engaging way and track it over time. They have been a big win for output, but with essentially the same input.

Indiegogo in particular has been a fertile launchpad for alternative wearables for the fitness enthusiast. One has been the Push band, which measures things such as force, power and velocity for activities like weightlifting. And the impact of that might be measured by the Skulpt Aim, which tracks muscle health. Another alternative to run monitors in development is the Atlas, which includes a digital footprint of 30 different exercises for more intelligent exercise analysis.

This installment marks the eighth annual Switchies, which are decided based on a rigorous examination of the opinion of me, and do not reflect the opinion of Engadget or its editors. For that latter honor, nominees will need to win an Engadget Award. Now, then, let's stroll past the red carpet and tear open those envelopes.

The last Switched On discussed the contrast between the $100 laptop concept of 2006 and the $100 tablet reality of 2013. In that case, an idea that didn't bear fruit was succeeded years later by a different approach. However, what's even more rare is to see a failed idea by one small company tried many years later by another small company.

This recently occurred with the introduction of the Quirky Nimbus, a physical desktop dashboard that offers four customizable displays that keep track of your digital information, like the weather, commuter traffic, email and calendar updates. The product concept is very similar to the Ambient Executive Dashboard that a yearling Switched On addressed way back in 2005 with two columns focusing on the device and its content. Contrasting that product to the Nimbus reveals that much has changed about technology in the past eight years, but there are still a few things that plague this particular niche product.

Much like George Orwell's classic 1984, wars continue in the technology industry without seeming regard for who the enemy is or who it once was. Take, for example, Nokia's embrace of Windows Phone and Microsoft's subsequent embrace of Nokia. The once global smartphone leader initially championed Symbian as a countermeasure to the threat of phone domination by Microsoft. However, Nokia ultimately joined Microsoft in a bid to prevent the same from happening with Android.

In April, Evernote CEO Phil Libin announced his company was getting into the hardware business -- gradually, at first, by partnering with others. Carrying through on that intention at the company's third developer's conference in September, Evernote rolled out its first electronic product as part of Evernote Market. Amidst a number of bags and personal accessories (including what must be the most famous technology-related socks since the ones Apple offered as iPod cases), it introduced the ScanSnap Evernote Edition scanner. The sheet-fed paper ingester boasts a sleeker, more modern design than the Fujitsu original. However, it is already a bit behind the times when compared with, say, the latest cloud-centric WiFi models, such as the Brother ADS-1500W, Doxie Go and the new, high-end NeatConnect.

It is difficult enough to turn around one niche product category and make it successful, as Apple did with the iPad. But combining two marketplace failures is almost certainly a recipe for disaster. FiLIP, the new kid-tracker, is part connected watch, part smartphone. Prior attempts to optimize these devices for children -- or at least for the parents who want their kids to wear them -- haven't been well received. On the wristwear side, there was the Wherify Wireless watch, a monstrous wrist-locked GPS device. It was so optimized for the kidnapper-concerned that it sent an alarm message over the cellular network if it was removed without authorization.

In a Microsoft strategy that embraces contradiction -- licensing software while trying to build its own devices -- it is unsurprising that goals for the Surface support competing priorities. On one hand, it is a showcase, a pure Microsoft experience in a role that the Nexus phones and tablets serve for Google. On the other hand, it is part of a line of business that must deliver profit over the long term. It is a product that Microsoft has bet big on in terms of development, marketing and inventory. And when its first iteration failed to meet sales expectations, Microsoft felt the pain.

Surface has had a third, subtler role as well. In the world of traditional personal computing, it is one thing for Apple to do away with a modem or an optical drive. It is another for Intel to enable longer usage times and thinner form factors. But Surface has enabled Microsoft to set trends for a product's design in ways it could not when it was simply dictating hardware from the sidelines. Remember, for example, the SideShow second screen it advocated with Windows Vista?

On September 2, Microsoft announced that it would pay $7.2 billion for Nokia's handset business, including its smartphones and Asha phones aimed at consumers in developing economies. Key personnel from that business, including Nokia's former CEO Stephen Elop, would be joining Microsoft, and Nokia would now be a company that focused on location technologies (via its Here services) and wireless infrastructure (via NSN, for which it had purchased Siemens' share).

The move marked the exit of one of the most storied and, for many years, most successful mobile phone companies in history. It also marked Microsoft's entry into the handset market proper, taking an approach more aligned with Apple's than Google's. It's not only that it's the first time Microsoft has acquired a licensee, but it's also that it acquired one that had a dominant share of its licensing business in a device category.

Motorola's return to the smartphone market after a year ensconced in Googliness raised many questions about how the handset pioneer would introduce a competitive smartphone without appearing to have most-favored manufacturer status from Google. The company responded in two ways. First, instead of trying to smother the look and feel of Android, it embraced it nearly to the extent of a Nexus phone. Second, it added a few thoughtful differentiators. These include a pulsing time display that adds notifications even when the screen is off and camera activation via a twist of the wrist. More notably, it enhanced access to Google Now by enabling hands-free activation with the prefix, "OK, Google Now..."

LG, another Android handset company that had fallen from feature phone grace, came next with its G2. Like the Moto X, the G2 implements some clever sensor-driven and gestural features, including a "knock" (double-tap) to activate the screen and an automatic call-answering feature activated by putting the phone up to your face. But unlike Motorola, LG muscled up its device with a nearly bezel-free 5-inch display, a battery that more efficiently fills the case, a 13-megapixel camera with optical image stabilization and the flagship Qualcomm Snapdragon 800, which sees its US debut in the G2. (LG also highlighted much of its rear-mounted power and volume control placement, which is different, but not necessarily better (at least for the right-handed).

In that human-behavior lab known as the New York City subway, a vacationing family recently sought to get in a group self-portrait on their last day in the Big Apple. But the rocking train kept thwarting the capture of their jostled bodies. To frame the picture, they tried trading the quality of their smartphone's rear camera for the one above the phone's display so they could better preview the picture, but still had trouble composing the shot. Finally, a local passenger riding with them stepped in and offered to take their photo, which he did to their expressions of gratitude.

The incident served as an illustration of the often precarious situations in which we use our smartphone cameras. Had their phone been Nokia's Lumia 1020 and the stranger not intervened, the 41 megapixels of light-capturing prowess might have gone for naught as the family would've had to rely on the phone's middling front-facing camera.

Connor "Con" Sumer looked up at the beast that stalked him ever since flat-panel TV sales began to flatten out. "Stereoscopy," he thought, "the word even sounded like an uncomfortable medical procedure." This was far from the first time 3D tried to take over the world. Fueled by a steady diet of hype, the fight continued for years this time, but now, at last, it was coming to an end.

Con looked down at his tattered clothes. They weren't torn in the battle. Rather, he just wasn't able to afford new ones after all the money he spent on a 3D television. He was viewed as a hero, but the beast itself did so much to self-destruct -- high prices, glasses incompatibility, forcing choices between resolution and convenience and limited content.

The recent announcement by Barnes & Noble that it would discontinue its Nook tablets marked the exit of what once promised to be a strong rival to Amazon, at least among bibliophiles. Barnes & Noble's entry into the tablet market took place amidst an annual game of leapfrog with its internet-based rival. Surviving for three iterations, the color Nook devices were products that had a particular focus on media consumption -- especially reading -- and eschewed open access to apps.

The Mac Pro might have been worthy of the "One More Thing" kinds of reveals that Steve Jobs used to do at Apple events. Despite being foreshadowed by Tim Cook as a product the company was going to make in the US, it was virtually carted in from left field at an event that focused broadly on new operating systems before a crowd of developers that could appreciate its power. That said, it will likely require OS X Mavericks, a thematically fitting release for a product that represents a new wave in Apple's design.

Some have said that iOS 7 may be the company's New Coke. The Mac Pro, though, is the new can. Its cylindrical form represents a new design for Apple, albeit one that jibes with the company's affinity for simple, rounded, iconic shapes. Like the new AirPort Extreme, it has a significant vertical profile, but is a fraction of the size of its predecessor designed to accommodate multiple optical drives and hard drives.

The television. The PC. The cellphone. We take the things in these sentence fragments for granted today, but they took many years to enter the mainstream. Could Google Glass herald the next great product that we will one day wonder how we lived without? Based on three days of not using the product, you may want to ask someone else.

Facebook's management doesn't see any dichotomy in the phrase, "Go big or go home," at least as far as it might pertain to Facebook Home. After being dogged for years with questions about whether the Land o' Likes would create its own smartphone despite consistent denials, the company explained that its own phone wouldn't give it the reach it would need for its more than 1 billion members. With the exceptions of the iPhone and the Galaxy S series, a successful handset today might sell 20 million units. That's a number that many services would dream of reaching, but it's just one-fiftieth of Facebook's user base.

And yet, Facebook Home will start out factory-installed on only one device: the HTC First, a mid-range Android device available exclusively from AT&T. Home is also available as a download from Google Play for a handful of other popular Android handsets, including the Galaxy S III.

For T-Mobile, March went out like a lion, a roaring one. With passion for both invention and invective, T-Mobile roared against the contract during its UnCarrier announcement. The nation's fourth-largest (post-carrier) wireless operator will support its move away from contracts with a television spot that shows it as one of four bad guys riding into town to get people to do things their way, but then trades in its "black hat" for a magenta one as it no longer seeks to enforce those policies. T-Mobile says to watch carefully as each of the other bad guys has a distinct personality that reflects one of its main competitors.

T-Mobile is in a battle for getting consumers onto a network that is described as 4G, but evaluating the appeal of its announcement comes down to looking at four S's - subsidy, selection, speed and simplicity.

If Chrome OS didn't start out with an inferiority complex living in the shadow of the massive adoption of its cousin Android, and with Eric Schmidt dismissing the hardware that would run it as cheap and interchangeable, the hardware companies that were early to adopt it didn't help matters. Chrome OS arrived on devices that weren't priced competitively against then-popular netbooks.

Since then, though, the Chrome hardware story has been on a steady upswing. Thanks to Acer, Chromebooks broke the $200 price point. Thanks to Samsung, they made the leap to the ARM architecture, enabling longer battery life in a thin form factor. And thanks to HP and Lenovo, Chromebooks have joined the portfolios of two of the biggest names in corporate computing. While it may be nowhere near Android's scale in terms of overall devices, Chrome OS is now offered by three of 2012's top Windows PC manufacturers. That is certainly enough to show up on Microsoft's radar. Into this fray comes the Chromebook Pixel and it has clearly learned from other successful ecosystems.

The past decade has now seen at least three industry-wide technologies vie for the future of television -- HD, 3D and now 4K or UHD. The first of these -- HD -- represented a massive change for television that affected nearly every aspect of the TV experience from how it was captured to how it was consumed. A decade later, it is nearly impossible to purchase a TV that does not support high-definition. The second -- 3D -- was a mixed bag. While the technology became commonplace on high-end TVs, it has remained relevant for only a small fraction of programming. The question, then, is which of these paths, if either, 4K will follow.

Just a few months have passed between the introduction of the Droid DNA and the new HTC One, but it seems that HTC has been turned upside down in that time. While the Droid DNA was introduced in conjunction with Verizon and can't be a wholly representative picture of how HTC might have introduced the device otherwise, it was a spec- and design-driven product -- a 5-inch, 1080p display with a 440-ppi density that appeared to spill over onto sides that included a microperforation.

In contrast, little was said about the HTC One hardware itself until later in the device's introduction, surprising because the HTC One is not only the most attractive handset the company has ever built, but also certainly one of the most attractive on the market. While it is an Android device, the casing builds upon the tapered, Windows Phone-inspired 8X, substituting aluminum for polycarbonate. That said, there is also the spillover glass effect found on the Droid DNA. The HTC One retains the 1080p display found in the Droid DNA. However, since the screen is smaller, the pixel density is even higher (468 ppi) than in that record-breaking device.